Industry Veteran Paul Arrendell Advocates for Systems Over Speed in Technical Fields

In a recent interview, quality executive Paul Arrendell delivered a critical message for professionals in healthcare, engineering, and manufacturing, asserting that true productivity stems from smarter systems rather than faster execution. With over 30 years of leadership experience at prominent companies, Arrendell's perspective challenges the prevailing sprint-style workflows that dominate many technical fields.

Arrendell's warning comes amid significant productivity challenges in these sectors. According to a 2023 McKinsey report, 40% of engineers in healthcare and manufacturing report high levels of deadline pressure, yet only 12% say it improves their performance. This pressure exists in environments where errors can lead to serious consequences, including product recalls, audit failures, and patient safety risks. Arrendell emphasizes that speed without proper structure is particularly dangerous in regulated industries, stating, "You can't sprint your way through an FDA inspection. You need systems that guide people, catch issues early, and build trust across teams."

The solution, according to Arrendell, lies in implementing simple, scalable, system-based workflows. He describes how visible workflows, shared accountability, and reduced process friction have enabled his teams to achieve better outcomes. One effective strategy involved transforming complex quality forms into visual checklists with clear deadlines, which reduced internal product hold times by 40%. Arrendell advocates for tracking process friction rather than merely monitoring time spent on tasks. He cites an example where a team discovered that change approvals required 11 days to clear despite the actual changes taking only two hours. Addressing such bottlenecks, he argues, creates more meaningful improvements than any productivity tool or deadline pressure.

Arrendell calls on professionals and leaders to critically examine their work processes and eliminate systemic slowdowns. He recommends practical steps such as identifying where work becomes stuck, creating shared systems that do not rely on individual heroics, converting reports into actionable feedback loops, and focusing training on comprehensive understanding rather than mere task completion. "If your process only works because two people know the shortcuts, it's not a system. It's a ticking clock," Arrendell cautions. His approach underscores a shift from reactive, speed-driven methods to proactive, system-oriented practices that enhance reliability and sustainability in high-stakes industries.